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| Criterion |  Decision Making Delphi Method |  Business Strategy TOWS Matrix |  Business Strategy Value Chain Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 Wochen | 1-2 h | Half day | 30-90 min |
Participantsdifferent | 6-30 Experten | 3-10 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | TOWS Matrix, Strategic Options, Priority Actions | Value Chain Map, Lever List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategyAnalysisOptions | StrategyBusiness modelDiagnosisAnalysis | ConstraintsDecisionPlanningOptions |